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PREFACE

The most significant resource of many organizations is its people.

Such claim appears in the organization annual report and mission

statement, with changing scenario and increasing competition. The

management has realized that sound PERFOR!"#E !PPR!$S!%

programs are needed for the de&elopment of the people, not only for the

future growth of the organization. $n the recent time it is 'eing o'ser&ed

that the de&elopment of management personnel pro&es to the catalyst for

the increased pro(ect.

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ACKN!"E#$EMENT

$ am &ery than*ful to so many people who ha&e helped me out in

completion of this pro(ect. $t is with a deep sense of gratitude that $

ac*nowledge &alua'le guidance and timely suggestion offered to me 'y

my pro(ect guidance Mr% &AN#EEP KTNA"A +R anager- of

#ORO"! P!R!#ET$#!%S P/T %T0.

On the completion of this pro(ect, $ &ery gladly ta*e this opportunity of

representing my grateful than*s to our 0irector #r Ke'al (umar and my

internal guide Mrs &onam )arshneywho ga&e me a sound platform to

shape my pro(ect in a 'etter way to understand the topic and feature of

.R.

$ am &ery highly grateful to the staff of the #ORO"!

P!R!#ET$#!%S P/T %T0. Than*s them for their guidance,

cooperation and support to ma*e this pro(ect a success.

!nd lastly, $ would gi&e a special than*s to my parents and my friend for

their proper guidance.

!R/$"0ER S$"

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1.CORPORATE PROFILE

#ORO"!9 O$" 3E:O"0 3E:O"0

#orona was esta'lished 'y a group of committed and e;perienced

professionals who came together with 4care5 and 4

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colla'orations with some of the finest companies in Europe ha&e helped

us 'ring in a new range of world class products to $ndia.

Today #orona is poised to go 'eyond geographical 'arriers and 'ecome a

true glo'al leader. Our only desire 'ehind all this hard wor*, dedication

and commitment is to pro&ide and ensure a 'etter

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6e ha&e also filed patents for hepatoprotecti&e, anticold and

hepatoprotecti&e pain healing medicines in order to ensure immediate

acceptance 'y practicing doctors.

!part from a high=tech manufacturing facility in Solan, imachal

Pradesh, #orona has a warehouse and dispatch department spread o&er

CAAA s

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!ttracti&e pac*aging

#ustomer delight

6ide spread product a&aila'ility

edico=mar*eting Programme

Our Philosophy

Employee are our ;iggest asset

!ttrition is less than 2 while industry has more than 2A hence Stress

free culture

Employee should ;e profit partner"o&el concept of 4E=change incenti&e5 where people ha&e earned more

than 8 %ac $ncenti&e

4/3< Mar(eting support

Sampling, #E, #onference

Fast decision ma(ing

#orona /alue System

Integrity = +onesty

6e do what we say ? we say what is right

1ust in Time

6e &alue speed ?

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/ertical rowth

#orona Tree

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Therapeutic #o&erage

$astrointestinal

Paediatric Pain mgmt Respiratory +ormone =supplements

3ile therapy !nti infecti&e "S!$0s #ough ? cold ormone $n(

!nti=ulcerant

"utraceutical !nalgesic !nti=asthamatics

Progesteron

!nti=emetic #alcium supp. !nti=

Osteoporotic

!nti=allergic O#P

!nti=

diarrhoeal

!nti=emetic !nti=infecti&es = O&luation

$nduction

!ntacid ulti&itamin=

minerals

!nti=

spasmodic

= $nfertility

supplement

= $ron supple. !nti=

hammorageic

= $ron ? calcium

supple

= #ough ? cold = = =

0%P"ANT PRFI"EInstitute of Management and Technology-Kashipur 11

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!'out s

Products e;porting, distri'uting, manufacturing and supplying of capsules, liporter ? Manufacturer ? !holesaler?#istri;utor ?&upplier

:ear Esta'lished 9 )AA8

Products E;porting,

0istri'uting, anufacturing

and Supplying

9

#apsules, li

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Triocid#efpodo;ime

Ta'lets!rizyme

Triocid #efpodo;ime Ta'lets !rizyme /incal

3rill 0R #ough

SyrupE;tracla& Efstat=18A E;tracla& #apsule

Hetoconazole

Ta'lets SP )AA mg

#iproflo;acin and

Tinidazole Ta'lets

!lendronate and /it

02 ta'lets

alegra+Sildenafil

#itrate Ta'lets 1AA

mg-

#alcium #ar'onate

? /itamin 02

Ta'lets

#lo;acilin Sodium

#asules SP

#lo;acillin Sodium

#apsules SP

#iproflo;acin

Ta'lets 3P

http9JJwww.tradeindia.comJSeller=12A7)A1=#orona=Pharmaceuticals=P&t=%td=J

P"ANT #ETAI"& *, "ICEN&E N%

a .iological B 5 ?2A - 033/

; Non- .iological B 5?2A ?&C B P 033/

0 PR#2CTIN PER #A *

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Ta;lets * ,333333 D 4 shift 4333333%

Capsule * 033333 D 4 shift /33333%

&yrup * 7333 D 4 shift 05333%

4 E:PRT *

.anglore

$haia;ad

"uc(no'

.anaras

(umaun and $arh'al region%

5 "AN# ACG2IRE# * +alf Acre%

AREA * ,3333 &H% feet

&TAFF*

!"!$" 0$RE#TOR 9 0r Satanshu athur

0$RE#TOR 9 r Sudanshu

athur

rs 3a&ita 0i;it


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arrangement of 'uses from Hashipur and &ice=&ersa in L#@ shift and other

shifts at the nominal changes which are Rs. 2AJ= per month.

2NIFRM*

The employee up to %e&el=8+6or*ers- are 'eing pro&ided uniforms

i.e. 2 shifts and one pair of safety shoes one@s in a year on 1 st anuary and

they are supposed to come in uniform. The employees who are doing field

(o' are also pro&ided rain coats and gum 'oots once in fi&e year.

CANTEEN*

The company has made a pro&ision of canteen for pro&iding tea,

snac*s, meal etc. to the employees at su'sidized rates. %unch and 0inneris ser&ed at wor* place to shift employees. 3oo*ing of lunch ? 0inner is

re

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remaining medically fit. edical chec* up is 'eing carried out 'y

company@s doctor. Employees are e;pected to ta*e all pre&enti&e steps to

maintain a good health.

PROE#T O/ER/$E6

$"TRO0#T$O"

PERFOR!"#E !!PPR!$S!%

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!n Organisation@s goals can 'e achie&ed only when people put in their

'est efforts. ow to ascertain whether an employee has shown his or her

'est performance on a gi&en (o'M

Employee assessment is one of the fundamental (o's of R. 3ut not an

easy one though. This chapter is de&oted to a detailed discussion of the

nature and process of conducting PERFOR!"#E !PPR!$S!%.

E!"$" and 0EF$"$T$O"

$n simple terms, Performance !ppraisal may 'e understood as the

assessment of an indi&idual@s performance in a systematic way, the

performance 'eing measured against such factors as (o' *nowledge,

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and how the employee can perform more effecti&ely in the future so that

the employee organisation and society all 'enefit.

The second definition includes employees ;eha@iour as part of the

assessment*

3eha&iour can 'e acti&e or passi&e= do something or do nothing. Either

way 'eha&iour affects (o' results. The other terms used for Performance

!ppraisal are9 Performance Rating, Employee !ssessment. Employee@s

performance re&iew, personnel appraisal, performance e&aluation,

employee e&aluation and +perhaps the oldest of the terms used- merit

rating.

$n a formal sense, employee assessment is as old as, the concept of

management and in an informal sense, it is pro'a'ly as old as man*ind.

"or Performance !ppraisal is done in isolation.o' analysis sets out re

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, Guality%

0 Guantity%

4 Timeliness%

5 Cost Effecti@eness%

6 Need for &uper@ision%

/ Interpersonal Impact%

$2I#E"INE& FR EFFECTI)E

APPRAI&A" INTER)IE!*

1- Select a good time.Institute of Management and Technology-Kashipur ))

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)- inimize interruptions.

2- 6elcome, set at ease.

7- Start with something positi&e.

8- !s* open=ended - anage eye contact and 'ody language.

B- Encourage su'ordinate participation.

C- Set mutually agreea'le goals for impro&ement.

G- End in a positi&e, encouraging note.

1A- Set time for any follow=up meetings.

.1ECTI)E& F T+E &T2#*

1. To Relate theoritical aspects with the practical

e;periences in the corporate world.

Institute of Management and Technology-Kashipur )2

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). To *now the need of performance !ppraisal.

2. To *now the Performance !ppraisal Procedure of

the #ompany.

7. To o'ser&e how actually the wor* is 'eing

performed in the #orporate 6orld.

8. To see the !pplication of Theoritical aspects in the

#orporate 6orld.

>. To get familiar with the 6or*ing En&ironment.

B. To find out what methods of Performance

!ppraisal is used in #ORO"!

P!R!#ET$#!%S P/T %T0.

PERFRMANCE APPRAI&A"

Performance !ppraisal is a process of assessing summarizing and

de&eloping the wor* performance of an employee. $t is the systematic

e&aluation of the indi&idual with respect to his performance for

de&elopment.


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!hat is Performance AppraisalJ

Performance is an e;pressions that descri'e 4the le&el of effecti&eness

used to perform a (o' e;actly as closely as descri'ed5.

!ppraisal 4is a method for measuring and assessing performance of

people on a specific time5.

!hy Performance AppraisalJ

Performance !ppraisal is a &ehicle to9

/alidate and refine organisational actions +e.g. selection, training-.

Pro&ide feed'ac* to employee with anon impro&ing future

performance.

.1ECTI)E F T+E PERFRMANCE

APPRAI&A"

Performance !ppraisal system can ser&e the following purposes9


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To ena'le each employee to understand his role 'etter and

'ecome more effecti&e on the (o'.

To understand his own strengths and wea*ness with respect to

his role in the organization.

To identify the de&elopment needs of each employee.

To impro&e relationship 'etween the superior and the

su'ordinate through the realization that each is dependent on

the other for good performance and success.

To ser&e as mechanisms for impro&ing communication 'etween

the superior and his su'ordinates.

To pro&ide an opportunity to the employee for introspection,

self e&aluation and goal setting so that he remains on the path of

de&elopment.

#ompany considers its uman Resource as the most &alua'le

resource for its growth. $n line with this #ORO"!

P!R!#ET$#!%S P/T %T0. is committed to pro&ide

opportunities to its employees for their personal de&elopment. One of

the instruments used to achie&e the a'o&e o'(ecti&e is performance

appraisal. Performance appraisal see*s to achie&e the following9

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1. To set realistic and challenging targetsJ*ey Performance !rea on

annual 'asis for the indi&idual.

). To assess employee@s performance 'ased on personal !ttri'utes ,

(o' performed targets achie&edJspecific achie&ement.

2. To assess the strengths, wea*nesses and potential of the Employee.

7. Performance 'ased reward in terms of increment and Promotion

etc.

APPRAI&A" PERI#*

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!ppraisal period is from !pril to arch. E&ery employee is

appraised at the end of the appraisal period. Employees (oining

during appraisal period are appraised on completion of their one year

ser&ice and employees (oining after arch are appraised in ne;t

appraisal.

MET+# F APPRAI&A"*

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The employees performance is appraised 'y the 0epartment ?

Sectional heads in consultation with his immediate super&isor on

personal attri'utes (o' performed targets achie&edJspecific

achie&ement. Finally the appraisal is re&iewed and appro&ed 'y the

re&iew committee to ensure uniformity and o'(ecti&ity%

PERFRMANCE APPRAI&A" MET+#

LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL

TRA#ITINA" MET+# M#ERN MET+#

-$raphic Rating &cales - .eha@iour Rating &cales

- Ran(ing Method - Management ;y

;ecti@es

- Paired Comparison Method

- Forced #istri;ution Method

- Chec(list Method

- Critical Method

- Essay Appraisal- Annual Confidential Report

TRA#ITINA" MET+#&

$raphic Rating &cales *Institute of Management and Technology-Kashipur )G

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raphic rating scales compare indi&idual performance to an

a'solute standard. $n this method, (udgments a'out performance

are recorded on a scale. This is the oldest and widely used

techni

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Forced distri'ution method is de&eloped to pre&ent the raters form

rating too high or too low. nder this method, the rater after

assigning the points to the performance of each employee has to

distri'ute his ratings in a pattern to conform to normal fre

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,% .eha@iourally Rating &cales .&R *

The 3eha&iorally Rating Scales +3SR- method com'ines elements of

the traditional rating scale and critical incidents methods. sing 3RS,

(o' 'eha&iors from critical incidents= effecti&e and ineffecti&e

'eha&iors are descri'ed more o'(ecti&ely. The method employees

indi&idual who are familiar with a particular (o' to identify its ma(or

components. They then ran* and &alidate specifics 'eha&iors for each if

the components.

0% Management ;y ;ecti@es *

The concept of management 'y o'(ecti&es was ad&anced 'y Peter F.

0run*er way 'ac* in 1G87. enerally, the 3O process is

underta*en along the following lines9

The su'ordinate and superior (ointly determine goals to 'e

accomplished during the appraisal period and what le&el of

performance is necessary for the su'ordinate to

satisfactory achie&e specific goals.

0uring the appraisal periods the su'ordinates update and

alter goals as necessary due to changes in the 'usiness

en&ironment.


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4/3 #E$REE APPRAI&A"& *

2>A 0egree !ppraisal is 'asically ulti=Rater !ppraisal and Feed'ac*

System, where an indi&idual is assessed 'y a num'er of assesses

including superior, su'ordinates, peers, internal customer and e;ternal

customers. $n this system a candidate is assessed periodically normal

once a year 'ut some times e&en half yearly.

;ecti@es of 4/3 #egree Feed;ac( *

$t is possi'le to aim at the following through 2>A degree9=

$nsights into the strong and wea* areas of the candidate in terms

of effecti&e performance of roles.

$dentification of de&elopment needs and preparing de&elopment

plans more o'(ecti&ely.

0ata generation to ser&es as a more o'(ecti&es for rewards and

other personal decisions.

Reinforcement of other change management efforts and

organisation directed inter&entions.


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Ad@antages of 4/3 #egree Feed;ac( *

$t is more o'(ecti&e then a one person assessment of traits and

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$t pro&ides scope for the candidate to get multiple inputs to

impro&e his role performance, styles and ideas and enhances the

accepta'ility of the indi&idual.

APPRAI&A" FEE#.ACK*

The appraisal is 'eing discussed with the employee 'y the

appraisal to gi&e the employee feed'ac* a'out his performance,

strength and wea*ness. Employee is also suggested area of

consolidation and impro&ement.

EMP"EE CPERATIN*

The appraisal is 'eing discussed with the employee 'y the

appraisal to gi&e the employee feed'ac* a'out his performance,

strength and wea*ness. Employee is also suggested area of

consolidation and impro&ement.

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!ccording to RE0!" and OR:, 4Research is a systematized

effort to gain new *nowledge5

!ccording to #%$FFOR0 6OO0:, 4Research comprises

defining and redefining pro'lems, formulating hypothesis or

suggested solutionsK collecting, organizing and e&aluating dataK

ma*ing deductions and reaching conclusionsK and at last carefully

testing the conclusions to determine whether they fit the formulating

hypothesis5

NEE# FR T+E &T2#*

uman Resource research is the tas* of searching for and analyzing

facts to find out certain guidelines to sol&e the human resource

pro'lems. This research is mainly concerned with the study of human

'eha&iour ? prepares guidelines for their future guidance. Personnel

or R research is the in&estigation and analysis of personnel and

human 'eha&iour with the &iew to set the guidelines for the future.


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Personnel research is the tas* of searching for and analyzing facts

relating to the end that personnel pro'lems may 'e sol&ed or

guidelines go&erning to their solution deri&ed.

;ecti@e of the Research*

To 'ring a'out the small and tri&ial pro'lems of the employees

in the limelight of the management.

To help the management of the company to *now a'out the

actions to 'e ta*en to increase the le&el of satisfaction of the

employees.

To help the management to ratify the present philosophy and

principles of the personnel management.

To disco&er the ways to maintain a'ilities and attitudes of

personnel at good or high le&els or on continuing 'asis.

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RE&EARC+ PRCE&&0ifferent steps are to 'e followed in the research process and they are

e;plained as 'elow9

PR."EM &")IN$*

This is the 'asic step in the research process. $t is well said that 4a

pro'lem well defined is half sol&ed5.

ere the pro'lem is 4to analyze the attitudes of the employees

regarding the &arious 'enefits pro&ided to them 'y #ORO"!

P!R!. P/T %T0.5.

RE&EARC+ #E&I$N*

Once the pro'lem is defined the ne;t step is the research design.


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Research design is the 'asic frame wor* which pro&ides guidelines

for the rest of the research process.

The research design for this pro(ect is descripti&e research design asdescripti&e studies attempt to o'tain a complete and accurate

description of this situation. So in this study full description of the

attitudes of the employees regarding the 'enefits pro&ided to them

will 'e *nown so it is a descripti&e study.

&AMP"IN$ #E&I$N*

The sampling design used in this pro(ect is DOT!, S!P%$", as

the sample of employees for the sur&ey were selected from the

organization from different

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The sample sizes for my pro(ect are )A employees wor*ing in the

organization.

#ATA C""ECTIN*

Following are the sources of the collection of data.

Primary sources

Secondary sources

#ATA C""ECTIN MET+#&*

There are three main methods of data collection.

O'ser&ation

E;perimentation

Sur&ey

0irect inter&iew method

$ ha&e selected sur&ey method of data collection. This is one of the

common and widely used methods for primary data collection. 6e

can gather wide range of &alua'le information a'out the 'eha&ior of

the employee@s &iz. attitude, moti&e and options etc.

$n sur&ey method most commonly used is the

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ha&e also used - Dualitati&e Research.

B- #onceptual Research.

C- Empirical Research.


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G- %ongitudinal Research.

FIN#IN$&

O6 TO #OP%ETE PERFOR!"#E !PPR!$S!% FOR9

Performance !ppraisal form pro&ides the 'asis for the performance

re&iew,

Pro&iding the feed'ac* to the employees and the final rating of the

employee. $t also facilitates &arious other R decisions and career

de&elopment plans and decisions of the employees. Therefore,

performance appraisal form should 'e filled with utmost care and

o'(ecti&ity.

The Performance !ppraisal form should 'e filled 'y the immediate

super&isor of the employee in order to ensure that the appraiser if

fully ac

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1- 3e prepared with all the details of the Performance, the

Standards, o' description and the past appraisals of the

employee.

)- #lear and nam'iguous description of the employee

performance should 'e gi&en in terms of a&erage, a'o&e

a&erage, good and e;cellent performance.

2- The focus should 'e on the employee@s 'eha&iour throughout

the year and not (ust his recent performance.

7- Duantify the Ratings, where&er possi'le, to ensure easy

compara'ility.

ANA"&I&= INTERPRETATIN&

Duestion 1 - Performance Appraisal is an important

tools for Promotion and de@elopment of employees in

CRNA P+ARMACE2TICA"& P)T "T#%

Institute of Management and Technology-Kashipur

Response No% of Response of

Response

Agree ,0 /3

Agree to&omeE>tent

3/ 43

#isagree 30 ,3

7>

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0

10

20

30

40

50

60

Agree

Agree to SomeExtent

D!"gree

Interpretation B

From the graph, it is clear that Performance !ppraisal

meets its O'(ecti&e of assessment for (o' promotion and

de&elopment of employees.

Guestion 0 - Performance Appraisal strengthen the

relationship ;et'een super@isor and su;-ordinates%


Response No% ofResponse

ofResponse

Agree ,3 63

Agree to&omeE>tent

36 06

#isagree 36 06

7B

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0

10

20

30

40

50

Agree

Agree to Some Extent

D!"gree

Interpretation-

$t was fund out that employee@s feel

that Performance !ppraisal system helps in impro&ing the

relation 'etween super&isors ? su'ordinates.

Guestion 4 - Performance Appraisal system in CRNA

P+ARMACE2TICA"& P)T "T#% is transparent fair and

'ell communicated%


ofResponse

Agree ,6 86

Agree to&omeE>tent

34 ,6

#isagree 30 ,3

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0

10

20

30

40

50

60

#0

$0

Agree

Agree to Some

ExtentD!"gree

Interpretation -

3y transparent, fair ? well communicated it means that the

Performance !ppraisal System is through with the employees ?

they get to *now the feed'ac* from time to time in a fair ? well

transparent manner. The responses show that employees are

agree to e;tent.

Guestion 5 - Performance Appraisal &ystem 'or(process Huantitati@ely and Hualitati@ely%


ofResponse

Agree ,4 /6

Agree to&ome E>tent

35 03

#isagree 34 ,6


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0

10

20

30

40

50

60

#0

Agree

Agree to Some

ExtentD!"gree

InterpretationB

!ccording to this, it suggests that the su'(ecti&e as well

as the o'(ecti&e 'oth the factors are ta*en into

consideration. The performance of any employee cannot 'e

measured merely in terms of num'er as a

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0

10

20

30

40

50

Agree

Agree to Some

ExtentD!"gree

Interpretation B

reat &ariation has seen in this part. 8A employees

agreed upon this while 78 employees disagreed upon that

wage decision should 'e made on 'asis of Performance

!ppraisal.

Guestion / - Rather than e@aluation ;ycontrolling officer it should ;e 4/3 #egreeAppraisal &ystem%

Response No% of

Response

of

Response

Agree ,0 /3

Agree to&omeE>tent

30 ,3

#isagree 3/ 43


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0

10

20

30

40

50

60

Agree

Agree to SomeExtent

D!"gree

Interpretation B There is &ery strong demand towards the

need for an appraisal system that uses 2>A degree

approach. ore than >A people feel that 2>A degree

should 'e present there to (udge the performance.

Guestion 8 - The present Performance Appraisal&ystem creates moti@ation to impro@e performance%


Response No% of

Response

of

ResponseAgree ,5 83

Agree to&omeE>tent

35 03

#isagree 30 ,3

8)

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0

10

20

30

40

50

60

#0

Agree

Agree to SomeExtent

D!"gree

Interpretation B

ost of the respondents to the fact that P!S creates

moti&ation to impro&e performance.

Guestion 7 - Is there any necessity of Performance Appraisalsystem in CRNA P+ARMACE2TICA"& P)T

"T#%J


ofResponse

es ,5 83

No 3/ 43


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0

10

20

30

40

50

60

#0

Ye!

%o

InterpretationB

! large no. of respondents feels that P!S should 'e there

in #ORO"! P!R!#ET$#!%S P/T %T0.

Guestion 9* !hat is the meaning of the term Re'ardJ

a- $ncrement in salary= 8

'- Promotion= 1A

c- 3oth= 8

Guestion ,3* +o' is Performance assessedJ

a- Past Oriented= 1)


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'- Future Oriented=2

c- 3oth= 8

Guestion ,,* !ho gi@es the feed;ac( of Employee PerformanceJ

a- 0epartment and selection ead= 12

'- $mmediate Super&isor= AB

Guestion ,0* #o you (no' a;out Pro@ident fund PolicyJ

a- :es= 17

'- "o= A>

PR."EM&?"IMITATIN&

1- %imitation of time could not allow an e;hausti&e and detailed

study ? thus the &ast *nowledge could not 'e included in the

Pro(ect Report.

)- Other commitments of course would not allow all the

attentions and time de&otion for the same.


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2- Pro'lem in collection on $nformation@s relating to Pro(ect

Report.

7- #ompany is not willing to disclose details regarding the

Performance !ppraisal !pplica'le in the Organisation.

&2$$E&TIN&

1- $mplement the process of Performance !ppraisal Program

properly and without any 'iasness.

)- Organization should pro&ide more information to the

employees a'out Performance !ppraisal. There should 'e

high in&ol&ement of employees in all stages of design and so

that the le&el of *nowledge can increase a'out Performance

!ppraisal.

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has to 'e handled with care. $f the performance is measured through

Duantifia'le targets and goals, unhealthy competition and some of

the related pro'lems can 'e eliminated.

&I&LIO'RAPHY

P.C. Tripathi, Personnel Management, Sultan Chand and

Sons, New Delhi.

Carrell, M.2000. Human Resource Management. Drden

Institute of Management and Technology-Kashipur 8C

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Con!uering The Per"ormance #ppraisal$P#% Challenge, &ar

'lau, Ph.D

( #swathappa, M C &raw Hill

) S P Rao, *+cel 'oos, Human resource management.

https-www.google.co.in

ANNE:2REPERFRMANCE APPRIA&A"

"!E9 ========== 0ES$"!T$O"9 =========


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!E9 ============ 0EP!RTE"T9

=======

E"0ER9 ========

Guestion 1 - Performance Appraisal is an important

tools for Promotion and de@elopment of employees in

CRNA P+ARMACE2TICA"& P)T "T#%

1.!gree + -

). !gree to Some E;tent + -

2. 0isagree + -

Guestion 0 - Performance Appraisal strengthen

the relationship ;et'een super@isor and su;-

ordinates%Institute of Management and Technology-Kashipur >A

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1.!gree + -


2. 0isagree + -

Guestion 4 - Performance Appraisal system inCRNA P+ARMACE2TICA"& P)T "T#% is

transparent fair and 'ell communicated%

1.!gree + -


2. 0isagree + -

Guestion 5 - Performance Appraisal &ystem 'or(process Huantitati@ely and Hualitati@ely%

1.!gree + -


2. 0isagree + -

Guestion 6 B !age remuneration should made on;asis of Performance Appraisal%

Institute of Management and Technology-Kashipur >1

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hervinder 2014

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